Displaying records 1 through 20 of 29 found.
COVID-19 Vaccination Clinic Implementation Toolkit (2021).
This is a toolkit for decision-makers and implementers of vaccine clinics. Our goal was to create a “vaccination clinic in a box” that could be replicated in, and tailored to, many types of settings. The guide includes prompts for questions you may need to ask, examples of many types of documents that you may need (and information about where to find more documentation), and lessons-learned from our experience.
Leveraging Data to Develop Workforce Strategic Plans (2021).
The STAR² Center describes health center recruitment and retention data profile dashboards created for each health center organization. A California community health center also shares how they leveraged the data profiles to enhance their recruitment and retention efforts and build a strategic workforce plan.
Staff Wellness During COVID-19: Healing Hands (2021).
Healing Hands, a publication of the HCH Clinicians’ Network, melds scientific knowledge with the experience of clinicians working in Health Care for the Homeless and reflects issues of concern to direct service providers and program administrators who serve people experiencing homelessness. This is the second in a pair of editions focusing on the impacts of COVID-19 on homeless health care.
Workforce Development and
Retention of Community Health
Workers Project (2020).
There are many benefits to recruiting, hiring, and on-boarding a well-qualified individual for a Community Health Worker position. This report details the experience of Health Centers that have gone through the CHW hiring and recruiting process. It also provides insight on how CHWs have contributed to positive outcomes and success within Health Centers and patients.
Community Health Worker Association Development Guide (2019).
With a long history of successfully and effectively addressing health disparities, Community Health Workers (CHWs) can fill the gaps in services that many health care organizations experience in reaching underserved populations. Creating an association or state network can engage CHWs and provide greater professional development and networking opportunities, ultimately providing them with the tools to provide better services at their health centers and in their communities.
Chief Workforce Officer Toolkit (2020).
The Association of Clinicians for the Underserved (ACU) and the STAR² Center in partnership with the National Association of Community Health Centers (NACHC) are excited to announce the release of the Chief Workforce Officer (CWO) Toolkit. Our organizations have collaboratively developed this timely and relevant new resource to assist community health centers (CHCs) and primary care associations (PCAs) in recruiting and retaining workforce leaders who are strategic and effective at meeting the complex needs of the CHC workforce. In the toolkit, users will find CWO core competencies, a CWO job description template, and much more..
NNOHA Operations Manual: Workforce Chapter V2 (2020).
This chapter provides helpful tools and resources for tackling the issues related to workforce in Health Center oral health programs. Topics include recruitment and retention of dental team members, staffing ratios, and strategies to decrease burnout.
Basic Preparations for Fluid Operations During a Pandemic: A COVID-19 Operations Resource Packet (2020).
This packet contains basic, sample procedures and workflows informed by health centers that are currently managing ‘new normal’ operating procedures. “Fluid operations” are a result of circumstances may include partial, physical opening of some sites while virtually delivering other services, rapid closure and then re-opening of sites and services based on local COVID-19 health indicators, and rapid response to emerging needs requiring redeployment of staff and communication to patients and/or community members.
Staffing Models, Program Elements, and Performance Expectations: A HITEQ Center Resource (2017).
The following document describes Quality and HIT staffing models for a low, middle, and high resourced health centers. These models are intended to be both normative (e.g., How does my middle resource health center compare? Do I have all of these positions covered?) and aspirational (e.g., What benefits could we get if we move to the next level?). The following document describes Quality and HIT staffing models for a low, middle, and high resourced health centers. These models are intended to be both normative (e.g., How does my middle resource health center compare? Do I have all of these positions covered?) and aspirational (e.g., What benefits could we get if we move to the next level?). Each model includes: Descriptions of staff Critical quality program elements at each stage How incentive payments could be allocated, and Performance expectations. The model includes factors to consider when moving between stages and a staff position glossary to help define the different positions. As anyone who has worked in health centers knows, health centers are highly variable. For this reason, this document is meant to help executives and quality staff think more deeply about their quality program. It is not intended to be a literal guide.